Reflections of an itinerant Board member Kabul May 2004

Yemi, ‘blending in’. He accompanied on a trip to Pakistan and Afghanistan in Feb 2004. He certainly has a sense of humour, which helps 

BORED MEETINGS ?

One of the things I do when I travel is attend board meetings. That’s B.O.A.R.D. not B.O.R.E.D ! As a result I have been thinking a lot about their purpose and function.

I have also been thinking about the power of words. God created the world through his word. He spoke things into being. Words are powerful and we too create reality through the words we use. So we need to think carefully about our words and their meaning and their effect. And particularly use positive, appreciative words, that build people up rather than cut them up.

Words are fluid, rather than solid. Meanings change with time and context. We use words differently. They are not fixed in their meaning. This is especially true in organisations with people from many nations and cultures.

For example in one organisation I visit we used to talk about ‘training’ but then some people pointed out: ‘you don’t train people, you train dogs!’ The meaning has changed. So these days we talk more about ‘capacity building’. That is not just faddish, but an attempt to reflect changes in attitude and meaning.

The meanings of words are partial and incomplete. People give meaning to words and can co-construct reality through them. Policy is an attempt to capture meaning, and create structure and boundaries that are workable. It is about liberating people to act, rather than restricting action. A board is not there to dictate, but to advice and offer guidance It is responsible for ‘policy governance’ not management. That is the leadership’s job - the directors and managers of the organisation.

A board is the overall guardian of the mission of the organisation. It works on ‘broad policy guidelines’ ensuring that policy is in place, approving the detail work that has been delegated to others to do. It meets infrequently, (often only once or twice a year) and just hasn’t got the time to do all the detailed work.

So instead, in the board I chair, we seek to create space to talk about the ‘big issues’ We are experimenting with way of interacting with the field leaders about their ‘departmental plans’ rather than just receiving loads of paperwork.

Policy in organisations is about negotiation and about compromise. In a sense policy making is drawing a line in the sand. And sometimes the lines need redrawing. It is always ‘work in progress’

Organisations are complex and diverse. There are many people and many voices that want to be heard. It is about living with difference. Trust is needed and patience. We all work within time constraints. And people can easily be hurt. So we need much understanding, flexibility and balance. Plus, of course, a sense of humour.

One day the people asked Mullana Nusraddin ‘Why is it that in the morning some people go off in one direction and other people go off in the opposite direction?’ Nusraddin thought for a moment and then responded: ‘If everyone went in the same direction the earth would lose its balance!’

From your own correspondent:

Kabul, May 2004